Increasing team satisfaction and employee retention through well-trained managers and leaders

Chemicals and Manufacturing
Huntsman | Client Case| EN


Huntsman pursues a growth strategy through mergers and acquisitions.Integrating the acquired firms into the company, brings diverse corporatecultures and ways of looking at leadership and management together.Different views also exist because every region or division canindependently work and decide on training and development initiatives.From 2010-2011 Huntsman, adjusted its HR structure and implemented aglobal corporate structure. With the new global HR department, theorganisation intended to create corporate programmes which would deploythe same content throughout the companies to establish a uniformity inmanagement tools and language.This would also help to make internal promotions – which are stimulated byHuntsman - easier. For the programme itself, HR had several focus pointsin mind. Leaders should obtain a broader range of leadership styles, actproactively, develop employees and feel comfortable with taking (hard)decisions. Huntsman also wanted them to become transformational leaders,inspiring others to be open for change, because the industry had also facedmany changes in recent years.


Krauthammer was contacted because Huntsman Holland BV had alreadyhad a positive experience with Krauthammer. However, there was smalldoubt in their minds regarding whether to hire Krauthammer for the globalprogramme. This was the trainers’ directness. Huntsman found it suitablefor Northern Europe, but less for Southern Europe, the Americas and Asia.A pilot training in Asia and in America was able to remove this doubt: “Weinvited the people to take part who we knew would not be shy about givingfeedback to the trainer,” says Hoeylaerts. Huntsman experienced that it wasa success. The tools and concepts were picked up and could be usedanywhere within the organisation and they appreciated the use of localtrainers, so that the same message was transferred in every training, whilerespecting the local culture. Finally, before signing the contract, Hoeylaerts was invited to KrauthammerUniversity, where she was able to connect with other Krauthammer clientsand share experiences.Before manager and leaders joined the global Advanced Managementprogramme (AMP), they went through a 360-analysis from the Hay Group.They received feedback about the climate they created within their team ordepartment, the leadership styles they used and where they stood withregards to demonstrating critical leadership competencies. Senior management programme worldwideAfter this 360-analysis, the senior management followed a trainingprogramme by Krauthammer. It was a global Advanced Managementprogramme (AMP) of 3 x 2 days.Part of the programme dealt with topics like setting objectives, giving andreceiving feedback, employee motivation, delegation, communicating adecision, saying “no” effectively and realignment. The training was spreadover 6 months. After the training months, the managers worked for another6 months, applying what they learned in their daily practice. After a year, the 360-analysis was repeated.


After taking the 360-survey for a second time after the AMP, Huntsmannoticed that the atmosphere in the teams had improved.Furthermore, HR saw a big change in turnover. The departments and teamswhere managers followed the training have a higher retention rate. Over aperiod of 5 years, it has been observed that the retention rate is 30% lowerin departments where the training hasn’t started yet. People become moreengaged as the basic elements of a good work atmosphere are createdthrough giving feedback and praise. On average, the employee turnover ininternational companies within the chemical industry is 8%. Huntsman isnow measuring 7.5%.HR notices also a positive attitude towards the programme. Managers are advertising the programme within the company.

Our best people on the case

Contact us

To find out how we can help create customised solutions for your team and organisation.